cameron and green making-sense-of-change-management

The applicationsDevelop business vision and process objectives⇓Identify process to be redesigned⇓Understand and measure existing process⇓Identify IT levers⇓Design and build prototype of new processesFigure 8.3 A typical BPR approachSource: adapted from Davenport and Short (1990)in making them happen. Resistance may be encountered, which willwaste effort, or cause the initiative to fail.BPR therefore offers the very attractive prospect of radically transformingkey processes by starting from a totally blank sheet. The downsidecomes during implementation, when resistance from those whohave not been involved may be encountered. Radical process improvementswhich lead to staff redundancies are difficult to manage, and teamperformance will dip during the implementation period. Staff read thesigns of a new systems implementation where redundancies will result,and are demotivated at an early stage in the lifecycle.Socio-technical designThe principles of socio-technical design are concerned with getting abalance between:• the strategic vision of the organization;• the technology and the tasks needed to provide the product or service;• the needs of the staff.This school of thought stems from a systems view of organizations, basedin the organism metaphor (see Senge in Chapter 3), and is a much moreincremental, evolutionary approach. The approach is less widely usedthan BPR, and seems more cautious and humanistic than traditional BPR298